From Assumptions to Evidence

How Customer-Dominant Logic Shapes Digital Success

Dados Bibliográficos

ID22006554
AutoresChang He (0000-0003-2564-3136, Shandong Jianzhu University), TAO MENG (0000-0001-7696-973X, Dongbei University of Finance and Economics, autor correspondente), Faizan Alam (0000-0003-3703-5170, Dalian University, autor correspondente)
Ano2026
Volume16
Fascículo2
Data de publicação2026-04-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoSAGE Open (JOURNAL)
Identificadores do periódicoISSN: 2158-2440 • E-ISSN: 2158-2440
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/21582440261451558
OpenAlexW7163074466
IdiomaEN
Referências citadas85

Customer-dominant logic (CDL) has been proposed as a novel approach for creating value to address the disruptions from the volatile marketing and technological environment. This study is grounded in the demand-side view and resource-based view and adopts a mixed-methods approach that involves the in-depth interview of 45 individuals, such as managers, staff members, and customers, to conceptualize CDL and the survey of Chinese enterprise managers to validate the measurement scale. Findings indicate that CDL encompasses five dimensions: demand opportunity perception, customer empowerment, digital empowerment, win–win cooperation, and experiential value. This study expands the dominant logic literature by conceptualizing CDL and developing a valid scale. In terms of practice, this study can provide firms with guidelines on how to adapt to the market, meet the personalized needs of their customers, and gain a competitive advantage in the digital age by adopting customer-centric strategies and digital technology and creating collaborative ecosystems

Competitive advantage · Customer engagement · Customer Experience · Customer needs · Digital transformation · Experiential learning · Grounded theory · Service-dominant logic · Consumer Retail Behavior Studies · Customer Service Quality and Loyalty · Service and Product Innovation